• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.457-461
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• 2004

The insufficient management o( the risk of preconstruction phase causes the risk of construction phase so it makes bad effects such as the extension of construction time and raising of cost. Therefore, the management of the risk of preconstruction phase is being considered as an important element of success of project and the competitive power of construction companies. This study Is to suggest solution methods for each progress after examining reasons of the risk for the management of the risk of preconstruction phase 1'he progress is limited as earth work, RC work, steel work and curtain wall work. Through the introduction of Knowledge Management system, work flow is made by specialist of each part. The reasons of the risk of progress are chosen through the analysis of work flow and I suggest detailed solutions such as person in charge, the starting point of progress and the information of requirements according to the grade of importance about elements of the risk

• Journal of The Korea Institute of Healthcare Architecture
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• v.14 no.4
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• pp.47-54
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• 2008

Preconstruction process in a lean project delivery system was studied in one large healthcare project working for a general contractor. Researchers joined a new lean delivery project for approximately six weeks and participated in preconstruction process including design coordination, management coordination, and target costing while concurrently interviewing other project participants and employees, recording activity in meetings, and otherwise observing the process. The preconstruction process in lean project delivery system, called integrated project design, showed many benefits such as brining expertise of downstream players (i.e., mechanical and electrical contractors) into the design phase. However, lack of leadership and lack of design-integrator blocked the successful application of a new concept of design process.

• Korean Journal of Construction Engineering and Management
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• v.6 no.1 s.23
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• pp.177-185
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• 2005

The purpose of this study is to develop a supporting tool for efficient management, at preconstruction phase, of the schedule risk that is able to generate at construction phase. The main contents of this study to develop a practical tool are as follows. First steel work was selected as a relevant trade and a risk breakdown structure focused on the process of steel work having large effect on total construction process was made. Secondly, the work flow considering schedule risk factor was made and schedule risks that must be managed preferentially through analyzing the grade of importance for risk was selected. Finally, based on above two procedure, the management form for schedule risk was developed It is necessary to accumulate abundant data for schedule risk for other construction process and to develop a manual and a schedule risk management system.

• Journal of the Korea institute for structural maintenance and inspection
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• v.21 no.3
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• pp.9-18
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• 2017

Construction Management at Risk (CMAR) is a project delivery method that enables CM companies to deliver projects at a Guaranteed Maximum Price (GMP). General contractors can apply CMAR from the initial design phase right through the construction phase to reduce risks and improve project performance. One of the major advantages CMAR offers is that it permits a general contractor to provide a comprehensive suite of preconstruction services, including estimating, a constructability review, value engineering, drawings and a specification review, green building, and Building Information Modeling(BIM), among others. However, general contractors in South Korea currently provide only limited preconstruction services using CMAR because few CMAR projects have yet been implemented in Korea and their experience using the method is therefore limited. This benchmark study of how foreign general contractors utilize CMAR in their projects, particularly during the preconstruction process, its purpose, and the roles and responsibilities of each of the different participants in successful implementations thus provides invaluable information and will serve as a useful guide for Korean contractors seeking to incorporate CMAR preconstruction services in their projects and thus improve the competitiveness of their construction businesses.

• Journal of KIBIM
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• v.8 no.2
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• pp.41-50
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• 2018

The current study focused on the utilization of building information modeling (BIM) data in steel-frame structures, which help to reduce project durations because they employ prefabricated structural members that are assembled on-site. In addition, a business process model was proposed using BIM data collected during the preconstruction, structural steel fabrication, and on-site construction phases of an actual steel-frame project. The ultimate expectation is that BIM data support at each phase, as well as the increased understanding among project participants, will result in an increase in project management productivity. The results from the current study are summarized as follows: To implement a BIM capable of application to steel-frame projects and data utilization, existing theories were studied to develop the construction project steps, both generally into the preconstruction (A1), steel fabrication (A2), and on-site construction phases, (A3) and specifically into 19 BIM-applicable phases. Based on the derived BIM-applicable phases, the model elements of the BIM object were identified, and the shortcomings of existing steel-frame projects were ameliorated, resulting in an improved data flow model. Moreover, for the proposed BIM data flow to progress efficiently, the BIM specialist needs to be well-acquainted with the phase-specific three-dimensional (3D) model output, and the infrastructure to construct an error-free 3D model must be provided. Based on the actual construction example, the BIM data utilized steel-frame projects - via production reports, clash checks, two-dimensional (2D) drawings, four-dimensional (4D) simulations, and 3D scanning - to make cooperation and communication among participants easier.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1334-1339
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• 2009

To achieve the best performance of a project, uncertainties involved in the building construction process need to be identified in the planning phase of the project. Uncertainties seldom create a positive impact on construction project, but they almost cause delay and increase costs. Therefore, risk management plays a significant role in construction to minimize risk occurred due to uncertainties of a project. Although the importance of the risk management has been known to the construction industry, it is not enough to be developed to meet the demands of the industry. It has not been enough for Systems to control schedule risks for managers in the field. Therefore, a tool is necessary to efficiently control risks. The propose of this study is to invent Schedule Risk Control System Module to prepare for risks in preconstruction phase.

• Journal of KIBIM
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• v.5 no.4
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• pp.1-10
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• 2015

In order to apply the BIM technology effectively and efficiently during the life-cycle of project, it is important to deliver a accurate information on BIM from designer, and it should be used effectively at construction or maintenance stage. However, stakeholders have created a new BIM model at each phase in many practise adopting BIM, not used BIM generated in design stage. Because they have different purposes for using BIM, and deliver the BIM model without the sufficient explanation or application. It is necessary to define the range of usable BIM in construction phase with analyzing clearly the BIM created in design phase, and determining the difference with required BIM in construction phase. Therefore, this study propose a method for construction c

• Korean Journal of Construction Engineering and Management
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• v.5 no.6 s.22
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• pp.110-117
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• 2004

The environmental-related disputes and claims are steeply increasing recently. Among them the number of disputes and claims on noise and vibration incurred in the process of construction is more than $85\%$. Since those disputes and claims cause cost overrun and or penalty and bad impression for the construction company, it is necessary to develop a systematic management method for solving them. This study presents a environmental management structure based on the examining many kinds of environmental-related laws including 'The Act on Regulation of Noise and Vibration' furthermore, through analysing various dispute and claim cases, and surveying literatures we suggest environmental study noise and vibration management method using for the preconstruction phase, the construction phase and the post construction phase, respectively.

• Journal of Construction Engineering and Project Management
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• v.9 no.4
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• pp.1-15
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• 2019

Since its adoption by the transportation sector in the early 1990s, partnering has been broadly used with the traditional delivery method by many agencies with significant reported benefits. During the same era, a number of transportation agencies (DOTs) started experimenting with a wide variety of alternative project delivery methods (APDMs) aimed at improving the delivery of highway construction projects. The effect of collaborative working strategies such as partnering, together with the APDMs have become somehow interrelated posing a potential challenge on how to effectively integrate partnering as a concept in the APDMs. The salient question has been if the collaborative nature of these APDMs has affected how partnering is being used by state DOTs. Through an extensive literature review, analysis of 32 CMGC RFPs/RFQs and review of three CMGC case studies, the study found that there is limited information in state DOT documents that show procedures on the usage of partnering with CMGC projects. Majority of DOTs are relying on the inherent nature of the CMGC contract to promote healthy collaborative practices and there is the need to consider partnering during preconstruction and construction separately to cater for any personnel change over. The study also revealed that partnering may become less important at the construction phase due to overlap between partnering and CMGC practices. In support of this finding, a CMGC partnering model was developed that can be adopted by DOTs. This paper contributes to both research and practice by expanding the existing knowledge on partnering on APDMs.

• Korean Journal of Construction Engineering and Management
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• v.6 no.5 s.27
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• pp.119-127
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• 2005

According to the recent systemic changes such as construction market reduction, five days per week system, introduction of construction duration reduction bidding system and post-construction sale system, the bidding competition have been enhanced. However, there are many construction schedule risks which could delay construction completion. Without the proper identification of construction schedule risks and the structured construction schedule risk management, the competitive advantages of construction project could not be made. Previous researches to solve the problem have been focused on the construction schedule categorization, construction schedule management, and the system development to manage the construction schedule risk. Therefore, this study selected the reinforeced concrete construction as the studied work due to the major impact characteristics on the total construction duration and the quite accident rate, and then proposed the real construction schedule risks of reinforced concrete construction and the construction risk management method based on the previous studies, many times of expert interviews and brainstorming.